Why professional networks are key to advancing career opportunities

It’s an old expression that the first step is always the hardest. But what if graduates who are looking to enter the workforce or make a career change had a way to make that first step a little less daunting?

 

A helping hand

Is it any wonder then that graduates turn to further education?

According to recent research conducted by the IML ANZ and WhereTo, 82% of students sought industry-based learning, and 78% felt that this would boost their confidence when it comes time to enter the workforce.

And it’s not just the students who feel like they need a helping hand. The same study found that 50% of employers believe that graduates don’t possess relevant workforce skills – despite their qualifications, they’re perceived to lack the practical capabilities required in the modern workplace.

 

Affirmation and advancement

It’s a familiar tale. When Deakin MBA student and consultant at public policy and regulatory advisory firm, Allen + Clarke Consulting, Pauline Van IMLa, decided it was time for a career change her first thought went to further education. “I was stuck on what to do next. So I decided to do what most people would and go for further studies,” Van recalls.

Like many who pursue the post-graduate program, it comes down to validation of one’s knowledge. Van explains that the MBA for her was a way to establish herself. “It’s given me a level of credibility and shows people that I am thinking more broadly about the workplace and the issues that impact businesses.

“I knew that there was no other physical token I can have that proves I was thinking of the bigger picture.”

 

Beyond the books

However, the research by IML ANZ shows that building a solid and enviable career takes more than merely sitting in class and collecting a qualification. In Van’s experience, it’s real-world interactions with leaders that made a difference to her career.

As a candidate of Deakin’s MBA program, Van has become an Affiliate Member of IML ANZ, affording her access to member-only networking events. Remarkably, after attending her first gathering with other Members, Van immediately realised the benefits of being part of this diverse network of professionals. She got talking with leaders from different industries and fields of expertise, including the managing director of her current employer and landed “her dream job.”

That positive outcome was a clear benefit of being part of a professional network. According to Van, “IML ANZ’s network is not limited to just one university or industry. It involves a broad cross-section of professionals: students, leaders and even those in the later stages of their career. The mix is just broader and richer.”

 

The perspective of industry insiders

On top of landing a new job, Van also benefited from gaining a different perspective on what’s possible for her career. “It was surprising to have very senior leaders encouraging me to join a board. Some of them wanted me to reach out afterwards to make sure that if I needed any resources or wanted to prepare myself that I got the support,” recalls Van.

Conversations with leaders currently sitting on boards showed Van that they are genuinely seeking diversity, not just in gender, but also in age. “They argued that there aren’t enough women or young people on boards.

That combined with the way they pointed out that I now have a good understanding of governance because of my previous roles in HR, made me feel that they really saw me as a valuable board member now – not sometime in the future, but right now.”

These are simply not insights available from within lecture halls. These are insights that can only be gathered by connecting with industry insiders. As Van put it, “It’s not something that normally gets advertised. And for students, how many board members do we actually know? So it was so valuable to be around leaders who helped me think: ‘We need people like you on boards, so why not join?’”

 

Professional networks add value

Van’s experience and IML ANZ’s research confirms that it takes more than qualifications to boost employability. Partnerships between universities and professional bodies afford students the networking opportunities that open-up their career options – whether that’s a new job or a push to think about joining a company board.

For, Van being part of the IML ANZ network offered her real professional connections. “People tend to think that networking is this sterile, one-sided process where people only reach out for what they can get.

“What IML ANZ and Deakin offer showed me that it can be focused on building relationships.”

Van concludes with advice for others like her who are looking to boost their careers, “It comes down to your motive for development. Find programs that will give you the best chance to achieve your goal. If you’re given the opportunities, seize it. Don’t hold back.”

Using plastics to save the environment

By Nicola Field | Photo by Anna Rogers

 

FNQ Plastics is a custom fabrication specialist with an environmental focus and an end goal of reducing waste into landfills. Lesley Van Staveren is quick to point out that the products they sell are either made from recycled plastic or can themselves be recycled.

“We’re educating people that plastic is a good material if it’s used in the right way,” she says, noting that the HDPE tanks sold by the business can be recycled into surprisingly diverse products such as decking or privacy screens.

 

ECO-FRIENDLY OFFICE

As the 2017 Cairns Businesswoman of the Year, Van Staveren brings her eco-friendly approach to the workplace. “We don’t have any single-use products in the office,” she explains. Even employee bonuses are handed out in re-usable keep-cups and, not surprisingly, the entire FNQ Plastics team shares Van Staverens’ passion.

“We have a very strong team, with a pro-active culture where opinions are shared, and everyone gets involved,” she says.

 

BECOMING WASTE WISE

Living on the doorstep of Australia’s iconic Great Barrier Reef has played a role in Van Staveren’s commitment to recycling and waste reduction. “When people see the devastating impact of waste on this pristine environment, they want to have a voice,” she notes.

It’s this voice that Van Staveren is bringing to her community.

A little more than two years ago, she set up the Cairns Committee for Waste Reduction, galvanising locals to get involved. “I picked up the phone and contacted different interest groups, businesses, and people to gather a broad cross-section of ideas,” Van Staveren recalls.

A year later, the Committee is having a big impact at a grassroots level. “We provide workshops, help businesses become waste wise, and later this year we’ll host an awards ceremony to recognise waste wise enterprises.”

 

AN EQUAL PARTNERSHIP

With three children aged under five, Van Staveren admits she couldn’t manage her hectic schedule alone, and it’s the strong, equal partnership she shares with her husband that makes it all possible. But Van Staveren isn’t content to rest on her laurels.

The couple are hoping to open a plastics recycling plant. With an estimated cost of A$4 million it’s an ambitious project, however initial funding under the federal Regional Jobs Investment Package has allowed some early research to go ahead, and now it’s a case of watch this space.

A commitment to sustainability has allowed Van Staveren to build a strong team and a healthy business while also giving back to the community she loves. But what of those raised eyebrows when she mentions she owns a plastics business? “It’s certainly a conversation starter,” Van Staveren laughs. “But it also brings the human element back to the issue of recycling – and that’s a good thing.”

Step-by-step guide to mentoring

By Nicola Field

 

Lleyton Hewitt and Pat Rafter; Mark Zuckerberg and Steve Jobs; the Teenage Mutant Ninja Turtles and Splinter the rat. Look behind many household names, and chances are you’ll find a successful mentorship.

That’s because leadership is not about being the best. It’s about bringing out the best in others. And this lies at the heart of what mentoring is all about – allowing up-and-comers to tap into the knowledge and experience of someone who’s been there before them.

What’s particularly special about mentoring is that it benefits both people in the relationship. But it’s a partnership that calls for careful management to deliver maximum results.

 

TWO-WAY REWARDS

A wealth of studies confirm the power of mentoring. Mentees typically enjoy increased compensation, a greater number of promotions and enhanced career satisfaction. They are more engaged in their workplace and feel more positive about the organisation they work for.

On the other side of the partnership, mentors can also enjoy greater career success and personal fulfilment.

Mobile Learning Business Manager at the University of Melbourne, Edwina Coller AFIML, has extensive experience as a mentor both through local government initiatives and, more recently, through the formal mentoring program – Member Exchange – run by IML ANZ. Coller’s personal experiences confirm research findings.

“I really enjoy watching people expand, grow and move forward,” she says. “I’ve seen mentees make extraordinary leaps and bounds – to new jobs and new titles – it’s very exciting!”

Onno Van Es FIML, Manager HR Strategy and Engagement, Mackay Hospital and Health Service, has been a mentor for nine years. He agrees that the pluses flow both ways: “Mentoring is extremely good for my own self-development through the sharing of experiences and the self-reflection it brings.”

Van Es cites the example of a mentee he worked with, who was highly qualified but quite introverted and keen to learn about self-promotion. Together, they set out to build the mentee’s confidence. Van Es observes, “It made me realise that I can have similar people on my own workplace team, and I could use the same techniques to help them reach their full potential.”

 

CONNECTING THE MENTEE WITH THE RIGHT MENTOR

Emily Allen-Rose MIML, who oversees IML ANZ’s mentoring program, says, “The beauty of mentoring is that it provides a very individual perspective – an ability to focus on exactly where the mentee wants to improve, and that gives mentoring an intensity that you just don’t get through group training sessions.”

For mentees however, it can be challenging to find an appropriate mentor. As Coller points out, seeking out a more experienced colleague within their workplace is not always the best solution.

She explains, “There are often areas that mentees don’t want to discuss with their manager because it’s about them personally and not relevant to their role.” The sorts of issues Coller is referring to can range from job interview tips to the career impact of starting a family. Topics that understandably may be off limits with a workplace manager.

Coller notes that other areas of mentoring such as learning how to conduct a meeting or how to get a team to listen to you, can be difficult to raise with a manager. “The mentee may be concerned it will reflect poorly on their skill and abilities,” she explains.

It can make outside mentors a sensible option though this can be a costly process. As the value of mentoring becomes widely understood, the number of organisations offering a user-pays mentoring service has mushroomed. Some industry bodies offer programs for as little as A$300 though mentoring programs available through the private sector can cost upwards of A$10,000.

That’s where IML ANZ’s program fills the gap. Not only is it free to IML ANZ Members, Allen-Rose explains that their mentoring program uses a professional matching service that ensures a strong correlation between the mentee’s goals and objectives, and the mentor’s experience and industry background. This matching can be especially helpful when mentees are looking for guidance on niche issues such as working in a particular overseas location.

 

SETTING THE PARAMETERS

Allen-Rose is quick to point out that mentoring is by no means an easy shortcut to career success, and the first meeting is essential to set some ground rules. She says mentors and mentees are encouraged to discuss expectations and boundaries – the latter being instrumental in establishing confidentiality and building trust.

For Coller, the number one factor to be bedded down is the mentee’s motivation. “As I’m giving up my time for the mentee, I want a commitment from them, and it’s critical that the desire to be mentored comes from the individual not from their boss,” she explains. “The mentee has got to want it for themselves – be prepared to invest in themselves, make change in their own life, and they’ve got to be prepared to put the work in.”

In fact, gauging the mentee’s level of commitment is critical. A US study found successful mentoring relationships were characterised by mutual respect, clear expectations, personal connection, and shared values. Failed mentoring relationships, on the other hand, were characterised by poor communication and lack of commitment.

 

 

ESTABLISHING GOALS, BOUNDARIES AND FREQUENCY

Research by recruitment firm Robert Walters found that mentoring can be most effective when a clear set of goals is in place backed by calendar dates that confirm the frequency of meetings.

In terms of goal setting, Van Es says, “Different mentees all have different reasons and motivations for seeking a mentor. That’s why I always start out by asking, ‘What do you want to get out of mentoring?’”

He notes, “For some mentees it can be a single issue goal such as building their LinkedIn presence. Others are making a transition in their career; some want to improve their networking skills.”

Coller also onboards mentees by discovering what they hope to achieve: “This helps to formulate a direction, and from there a strategy.”

In terms of a timetable, IML ANZ’s mentoring program spans four months with a recommended six to eight meetings though Allen-Rose notes this is flexible. “We suggest the initial meeting lasts 1.5 to 2 hours,” she says. “From there, meetings are generally held every two to three weeks.”

As a guide to the degree of flexibility, Coller says she generally meets mentees for two hours in the first meeting, with one-hour monthly meetings thereafter.

IML ANZ’s mentoring program formalises the relationship by asking mentors and mentees to sign off on set terms and conditions. “It’s our way of establishing boundaries but it also represents their commitment to the mentoring partnership,” explains Allen-Rose.

 

mentoring experts

THE MENTORING METHOD

Exactly how the mentor helps the mentee achieve their goals varies widely. Van Es explains, “My style of mentoring is based around adult learning principles. It’s not a lecture style of learning, where I provide all the answers. Rather, I focus on the mentee taking ownership of their learning by being internally motivated and self-directed. At the end of the day the mentee has to drive the learning process.”

Coller uses a similar approach, saying, “My belief is that the mentee often has the resources they need within themselves – sometimes they just can’t see how to draw upon their own abilities.”

Reflecting this, Coller focuses on the mentee’s strengths and how they can tap into these. “It’s about leveraging what’s working well. We tend to lose sight of this within ourselves. But when you foster this, a person can truly develop.”

Flexibility is the key according to Van Es. “The strength of mentoring lies in developing a program unique to the individual mentee. It’s a bit like sports coaching: you customise your approach to the mentee’s level of skills and experience.”

Allen-Rose says that, in most cases, mentees work hard to be accountable to themselves and to get the most out of the experience.

That said, mentors are encouraged to push mentees to apply their learnings in the workplace. “It’s about mentees getting out of their comfort zone and exploring new ideas,” says Allen-Rose.

 

AN ONGOING RELATIONSHIP

While IML ANZ’s mentoring program typically spans four months, in many cases the mentoring relationship continues for much longer though at a less intense level than in the early stages.

Van Es says, “I still maintain casual contact with mentees that I worked with years ago. Even though I may only hear from them a few times a year once the formal process of mentoring is completed, my mentees all know I’m still there to help them if they need it.”

 

PASSION – THE KEY INGREDIENT

It’s worth noting that mentoring isn’t always about the young harnessing the experience of older peers. IML ANZ has received enquiries from octogenarians seeking a mentor.

What matters, says Van Es, is that mentors have a passion and a real willingness to help others. He adds, “I get a real kick out of seeing people grow and become better managers and better people.”

Coller sums up the rewards when recalling how a colleague, moving to the next stage of his career, recently remarked to her, “You saw something in me that I didn’t see myself ”. And that, she believes, is the essence of good mentoring. “It’s incredibly worthwhile and rewarding watching people grow and rise to new challenges.”

Achieve real engagement through real communication

Essential to the toolbox of any effective leader is communication. It’s the key to achieving buy-in, reassuring employees during difficult times and engaging people with your message. Best-selling author and international speaker on business storytelling, Gabrielle Dolan, shares her thoughts on how authentic communication can help you create real engagement.

“I understand.” A short but powerful statement and one that leaders value highly. Steering the ship often entails being the bearer of either complex, confusing or challenging messages – never an easy task.

Today’s constantly shifting business environment doesn’t help either. At any given moment, companies face mergers, acquisitions, restructures or the roll-out of new systems on top of daily emails, phone calls and a bombardment of online information.

It’s no wonder engaging people with your message is an ongoing challenge. Not only do you need to cut through all the distractions but you also need to be clearly understood.

Good thing best-selling author and global thought-leader on authentic leadership, Gabrielle Dolan is here to help with three tips on how leaders can build engagement through real communication.

 

1. Ditch the jargon

According to Dolan real engagement results from using real words.

So why is the pull to use corporate jargon so inescapable? Dolan suspects it is because it’s a popular avoidance technique. “Company executives may refer to job losses as ‘downsizing’ or ‘rightsizing’.

“In December 2018, General Motors took this to a whole new level when they referred to the closure of five plants in the US and Canada — with a loss of up to 14,000 jobs — as being unallocated instead of saying words like ‘sack’, ‘closure’ or’ job losses’,” said Dolan.

Often though, jargon is simply a bad habit. “Many leaders use jargon as the default language, assuming everyone understands what that are saying. However, this is rarely the case.”

Whether you use it intentionally or not, jargon dramatically decreases employee engagement.

 

2. Avoid acronyms

Equally perplexing as jargon are acronyms. Dolan points out that acronyms enjoyed a steady rise in usage during World War II and the cold war between the US and the then Soviet Union. Its purpose: make it harder for the enemy to understand what was being communicated.

“It’s ironic that the business world loves to use a method of communication that was invented to make it harder to understand what was being said!”

Dolan adds, “Like jargon, acronyms can cause disconnection and confusion. In a worst-case scenario, overuse can result in complete misunderstanding of the message because for every acronym there are multiple interpretations.”

Avoid unnecessarily reducing phrases to acronyms where more engagement could result if you used the whole word instead.

 

3. Share stories

Real communication doesn’t just involve avoid bad habits, it also requires cultivating good ones. Dolan believes that sharing personal stories can have an extremely positive impact on engagement. “Research, conducted by the likes of neuroscientists, Paul Zak and Antonia Damasio, indicates that sharing stories not only increases the chances of creating an emotional connection to the message but it also strengthens the listener’s trust in what is being said and the individual saying it.”

In Dolan’s 15 years of teaching leaders the power of storytelling, strongly confirms that research. “Many leaders have testified that sharing a story increased audience understanding and engagement with the message.”

The best strategy in the world is nothing if employees and customers don’t engage with it. And how can employees and customers engage with something that they cannot understand? For those seeking to improve audience engagement – whether that’s with customers or employees – Dolan advises, “Think about how you can be more authentic in your communication to create real engagement.”

 

Gabrielle Dolan works with high-profile leaders, helping them to become better communicators using the art of storytelling. She is also the founder of Jargon Free Fridays. Her latest book Real Communication: How to be you and lead true, is published by Wiley.

How forming the right informal relationships impact a leader’s influence

In literature, film and television the hero might be credited with the victory, but often their decisions are coloured by an influencer in the background. In business, being an influential leader is not confined to those with a seat in the boardroom. Leaders outside senior management are in a prime position to influence change, innovation and decision-making – if they form the right informal relationships.

Within formal, structured hierarchies, each player must know their role and stick to it. Think teams or project groups – sticking to the structure is vital in these scenarios.

However, not all decisions are made within meetings and inside structured groups. Managers can also have their ideas heard and considered by building informal relationships.

Based on a study, casual coalitions may come about through chats at coffee shops, the office hallways or even while exercising together. These informal conversations can then help managers build a friendly relationship with senior leaders and other colleagues. That, in turn, allows managers to – in the best case, inform key decisions and at worst, provide senior leaders with an idea of how the organisation thinks and feels.

The aim is to develop more candid conversations and open up new lines of communication between key decision-makers and the rest of the business, not creating a channel for lobbying personal interests.

Informal relationships do more than just afford managers the ear of senior leaders. These coalitions can influence other key activities:

 

Informal relationships influence innovation

Research on innovation describes it as a social process since it is not limited to the conjuring up of ideas but also involves acceptance and implementation. This means that the innovator and the individual responsible for delivering it must agree.

Whether the innovative idea is implemented may therefore rely on the strength of the informal relationship of the parties involved. The better each other know and trust each other, the higher the likelihood of a successful outcome.

 

Informal relationships influence change

One of the most difficult situations to manage is change. People are wired to resist it yet it’s a recurring feature in the modern workplace. However, a study found that having a strong informal network can affect successful change management.

It concluded that those with strong informal networks became clear change agents regardless of their position in the organisation. The study also found that people who built their informal networks acted as a bridge between socially disconnected colleagues resulting in improved buy-in when change is rolled out.

Make more time for quick chats and start building healthy casual relationships with your leaders and colleagues. You never know how your influence can impact the rest of the business.

Sources (these articles are available to IML ANZ members via Leadership Direct):

The merits of peer learning for leaders

Leadership is a transformative process – once you’ve become a people manager your thinking around leadership changes. As you progress every day, many factors influence how you learn, and suddenly that is no longer an activity reserved only for the classroom. Not surprisingly, the best way to learn could be through your peers.

 

The way we learn is changing

A recent study reveals that 70% of workers learn from their peers and only 21% rely on what their L&D or HR departments offer as learning options.

Because leaders bring with them a unique set of skills, knowledge and experiences, the advantages of learning from peers are further magnified when applied to this group. According to organisational development expert and facilitator of IML ANZ’s Intentional Leadership Foundations program, Kerry Irwin, sharing these aspects amongst peers enriches the learning experience.

Irwin explains, “The theory and practice delivered in a peer learning program is brought to life by the participants’ past experiences. It embeds the learnings. So whilst the theory may fade in the mind of participants, the examples shared by others in the room means the learnings are brought further to life and they stick.”

 

Diversity of thought is better

Several perspectives are also better than one. Irwin strongly believes that leaders benefit from the wide experience and views brought into the room by a cohort of peers.

“A teacher-led or trainer-led approach limits the participants to only one view. Either that of the trainer or the organisation who designed the program.”

Irwin adds that effective peer learning does not require a trainer or a teacher. “You need a facilitator who understands and encourages the flow of discussion, which brings about fruitful learning,” she said.

 

Not a silver bullet

Of course, peer learning should be just one element of the way leaders learn. Irwin points out that coaching is best conducted one-on-one and when it comes to technical learning, courses that are focused on the individual’s skills gap, and therefore the need, is best.

Adult learning delivery should vary according to the individual’s personal learning preference, and this is a key consideration as to whether peer learning is the right choice. “Some may learn better as an individual, for example online, if group work makes them anxious therefore hurting their learning experience”.

 

Learning from and with like-minded individuals has its merits when contrasted to the typical classroom-based, teacher- or trainer-led approach. Mainly when peer learning is an element of a leadership development program, participants have strong shared motivation: learning to be better leaders. Irwin also states the importance of being open to others’ views and experience. She concludes, “If they approach the session with a curious mindset – even better!”

Why do organisations need learning leaders?

Have you ever noticed that the difference between the words ‘leader’ and ‘learner’ are merely two letters? Perhaps it’s because the best leaders are ones who constantly seek to learn and encourage the same of others. We unpack why the learning leader is the best type in today’s modern business world.

Organisations know that good leaders never stop seeking development. According to IML ANZ’s latest research on employer and graduate expectations around leadership skills development, 72% of employers believe they need leadership skills development in their organisation.

In addition, the 2019 National Salary Survey found that one of the top human capital challenges for organisations is the need to develop effective leaders (44%). Interestingly, survey respondents (52%) also rated this as a crucial value-add to organisations if managed correctly.

Clearly, organisations will then seek leaders who share their view on the importance of leadership development. For the individual, that starts with their attitude towards the importance of learning.

Another benefit of having a leader who continually seeks to learn is that they will encourage those around them to do the same.

If you’d like to become a learning leader, here are some simple tips:

 

View learning as an unending process

Progress in technology, education and society mean that what we knew a few years ago may already be outdated. The time between when we acquire knowledge and their ‘use-by date’ is shrinking.

Leaders therefore, must look at every opportunity to learn and to update their expertise. When you’re the person in charge of organisational changes, the strategy, business growth and employee engagement, you cannot afford to get left behind.

 

Stop thinking that learning equals courses

As humans, we like to evaluate ourselves based on measurable, tangible and finite outcomes. Part of the appeal of attending a class is that participants normally come away with a piece of paper that tells them they’ve ‘learned’ about a particular topic, skill or capability.

Learning can come from a variety of contexts. Leaders can gain new knowledge from trialling a new process for instance. Shift the focus from the ‘outcome’ to the ‘journey’ and the lessons won’t be confined to just whether the process resulted in a win or loss.

 

Learn from your people

In the relentless cadence of managing and leading the business, it can be easy for leaders to focus only on their individual learnings. However, reflection is an excellent opportunity to demonstrate that you are a learning leader.

Involve your people when reflecting on outcomes, processes and areas of improvement for the team and the business. Each person has a unique way of viewing things and no two people will ever come up with exactly the same idea – no matter how similar they think and behave. By taking in the perspectives of others, you’ll open yourself up to experiences and ideas that would have simply been impossible for you to learn about.

Ten ways to make an impact from the middle

By Lisa Calautti

 

While chief executives and their C-suite colleagues often hit the headlines in the business media, the vast majority of managers do not actually operate at that high-profile level. Most are ‘middle managers’ who sit between senior management and the wider workforce. This silent majority can sometimes struggle to make their voices heard in their organisations, but it’s important for everyone that they find a way.

Sam Bell FIML, IML ANZ’s Corporate Services and Research General Manager, says that influential middle managers are invaluable because they help secure the willing cooperation of staff, assist in garnering support from colleagues and earn a hearing for their views and opinions among bosses and senior leaders. Influential middle managers are often the catalyst for positive change in a business – securing approval for new ideas, proposals, and initiatives.

For those middle managers seeking to develop their influencing skills, Bell shares the following tips:

 

1. BE CLEAR ABOUT YOUR AIMS AND OBJECTIVES

Influencing is about getting a hearing for your own ideas and perspectives, about playing a role in shaping agendas and strategies, promoting change in your organisation and getting approval for new initiatives and projects. You will be unable to achieve this, without a clear understanding of your exact aims and objectives. Keep up to date with the current position of your organisation and the market or sector in which it operates.

 

2. UNDERSTAND ORGANISATIONAL DYNAMICS

Gain an understanding of your organisation’s culture. Remain alert to the unwritten rules of how things are done and be aware of the dynamics of power and authority within your team, your department and the organisation. Ask yourself: Who are the prime movers and shakers? Who has a reputation for being able to get things done?

 

3. UNDERSTAND WHAT MAKES PEOPLE TICK

If you are to influence anyone, whether it is those you manage, colleagues in other departments or senior managers, you need to get to know them and to understand what motivates them and what their personal and professional goals are. Pay attention to body language, tone of voice and facial expressions.

 

4. BUILD RELATIONSHIPS

Network widely across all areas and levels of your organisation, so that people know who you are, what you do and what you stand for. Take an interest in people and invest time and effort in developing relationships.

 

5. FORM ALLIANCES

To develop real influence, you will need to go beyond a loose network of contacts. Build alliances and coalitions of supporters based on common interests and values. Weigh up who is most likely to support you and who will be the most valuable partners.

 

6. PLAN AHEAD

It is vital to be proactive and plan ahead if you are seeking support for a particular course of action. Think carefully about what you want to achieve, whose support you need to gain, when is the best time to introduce your ideas and what is the best way to do it.

 

7. HONE YOUR COMMUNICATION SKILLS

Communication skills play a crucial role in influencing. Active listening and questioning skills will help you to read other people and to pick up on subtle verbal and non-verbal cues as to what they really think.

 

8. LEARN TO CONTROL YOUR EMOTIONS

Your enthusiasm and even passion for your ideas can be a powerful force. Influencers need to be assertive – to express their views confidently, to make reasonable requests of others and to set boundaries. On occasion, you will need to stand your ground and rebut criticism. But don’t allow assertiveness to degenerate into aggressive behaviour.

 

9. LEARN FROM YOUR MISTAKES

Don’t become discouraged if your influencing tactics are not always successful. Recognise that you won’t win every battle and resolve to learn from your failures. When things go wrong, try to identify the reasons and consider what you could have done differently and what might work better next time.

 

10. DON’T LOSE YOUR MORAL COMPASS

While being influential does require single-mindedness and a degree of calculation in working towards your goals, it’s important not to lose sight of your personal values. Positive ethical influencers seek to demonstrate the benefits of their ideas, not just for themselves and their position but for their colleagues, the wider organisation and society in general.

ACCELERATE YOUR LEADERSHIP SKILLS

Leading and influencing from the middle of the management hierarchy comes with pressures from above, below and laterally. IML ANZ’s Intentional Leadership Accelerate Program equips managers with the skills required in this crucial leadership position.

The program blends facilitated learning, online study, practical workplace projects, leadership coaching, mentoring and diagnostic reports. See how Accelerate delivers development differently here.

 

The business development journey for B2B leaders

By Adrienne McLean MIML

 

Understanding the business building journey is vital for B2B leaders whether they are the business owner or involved in sales and marketing. The more the whole process is understood, the better it is for everyone involved in helping the business grow.

However, there can be quite a perspective gap between the marketing team and the sales team. Primarily because marketing sees the process in a different way to the sales team. When understanding the business development process and their part to play, the truth is that they are closely dependent on each other. In fact, they are interdependent on each other for making the sale happen.

The three most significant, umbrella parts to understand about the process are:

 

1. Setting the stage

Marketing sets the stage for the business. The truth is that the marketing doesn’t get the clients, it is what happens next that books the business. The marketing defines how to introduce products, creates visibility and awareness of the products and importantly keeps the product front of mind for when prospects are ready to buy.

The role of marketing is to build a strong foundation for the identity of the product, the brand and the connection between the brand and the target market. Clearly detailing the problems that the target market will be facing and then detailing the solutions and the benefits that the product brings.

Marketing is an overriding title to cover:

  1. Lead generation
  2. Setting a fundamental understanding of products and services
  3. How the business builds trust and credibility
  4. How the business stays “front of mind”
  5. Define the channels to distribute messages
  6. Define the strategies to raise awareness of the business

 

2. Building credibility

This is an often-overlooked section when it comes to building the business. Professionals must remember that the right mindset has a major part to play in creating strategy and seeing the bigger picture. How open minded are you to change? How ambitious are you with thinking through bold plans for growth? How confident are you to action those plans? These are leadership and management skills can influence business success.

Because personal selling is about mindset and personal promotion, it can be uncomfortable for some. Service professionals are excellent at selling their product, but when it comes to promoting themselves, it’s another matter.

Skills like presenting, speaking to groups, communicating, speaking to camera and creating video, speaking on radio, creating podcasts, speaking with clients and prospects on the phone – all these have an impact when it comes to connecting and promoting yourself and your brand or organisation.

For leaders, developing these skills in for both themselves and their staff will help the business grow. These skills are learnt skills and building their employee’s confidence in these skills will deliver huge benefits. Developing communication and leadership skills empowers individuals, giving them life skills and building their confidence.

 

3. Closing the sale

Now, this is the stage of the business development process where the sales team takes the prospect from the building of trust and credibility to closing the sale. The marketing team has set the stage then hands over the prospect to the sales team to get the sale over the line.

To do this, the sales team will need to find out:

  • What are the problems they are experiencing?
  • What are their desired outcomes?
  • What products or services can the business offer to help them?

 

Only when the sales team can respond positively to these questions do they stand a chance of getting the prospect sold. This will require regular communication to ascertain whether your organisation can provide the suitable solution.
In the B2B business world, the sales team coordinate with marketing who hold a list of prospects in the pipeline. By presenting a credible persona and connecting with the prospects, the sales team could get the sale across the line.

Ideally, for the business development system to work, the marketing and sales teams are integrated working together to build the business. For B2B business leaders, building the connections with the marketing and sales teams is ideal for a coordinated approach with the vision focused on growing the business.

Adrienne McLean MIML is the founder and principal marketing and speaking coach for The Speaker’s Practice – which runs workshops, coaching and events that help professionals to improve their marketing and communications.

IML ANZ Members in Sydney are invited to join Adrienne at the Professional Services Marketing Conference on August 17th, 2019. This information conference takes delegates on the business development journey starting with marketing and digital marketing, going through to sales topics with mindset topics covered throughout the day. IML ANZ Members who book by July 17th enjoy a 15% discount when they use the code IMLEB. To book or find out more, visit www.professional-services-marketing-conference.com.